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Corporate Boards: Strategy, Not Just Operations Review

Details

January 17, 2013 7:30am - 9:30am

Sponsored by the Stanford Rock Center for Corporate Governance and the National Association of Corporate Directors, Silicon Valley Chapter, Inc. (SVNACD).

7:30-8:00 a.m. Continental Breakfast
8:00-9:30 a.m. Program

Board members are hired for their experience, their wisdom and their deep knowledge of companies and markets. According to recent public board member surveys, boards spend less than 10 percent of their time discussing strategy at the board meetings. The purpose of this session is to examine the root causes of the problem, and to suggest pragmatic solutions that put strategy at the top of board agendas and board responsibility.

Speaker:

Bob Frisch is the managing partner of Strategic Offsites Group. He has more than 29 years of experience working with executive teams and boards worldwide on their most critical strategic issues. He has published three articles on teams and decision making in the Harvard Business Review: “Who Really Makes the Big Decisions in Your Company” (12/11), "When Teams Can’t Decide" (11/08) and "Off-Sites That Work" (6/06). Bob's work has been profiled in publications from Fortune to CFO to the Johannesburg Business Report. He is a regular contributor to Bloomberg Business Week and The Wall Street Journal and his blog appears at HBR.org.

Before founding Strategic Offsites Group, Bob was a managing partner of Accenture, where he led the organization and change strategy practice for financial services, retail and consumer products. Before that, at Gemini Consulting he led the America’s region strategy practice and created the firm's global capability in corporate vision and growth. He began his career at The Boston Consulting Group, where he helped start BCG’s Los Angeles office while advancing from summer consultant to manager.

In addition to a successful consulting career, Bob twice temporarily left consulting to take senior executive roles. In the 1980s he ran planning and business development for The Dial Corporation, where he designed and implemented new strategic planning and acquisition processes. He then became the youngest division president of this Fortune 500 company. In the 1990s he led corporate strategy for Sears, Roebuck and Co., where he helped guide what was, at the time, the largest voluntary restructuring in history.